Business case studies focus on companies. That’s all wrong. The more effective unit of assessment is the “strategic decision.” Companies change because people and external factors shift. Better to take specific moments to assess who, why and how did leadership get it right.
That’s the foundation of what most interests me about popular business book and concept Blue Ocean Strategy, written by W. Chan Kim and Renée Mauborgne. The original 2005 book’s origins are with a 1997 article on “value innovation” in Harvard Business Review. I read the updated version published in 2015.
It’s easy to criticize the careerism of business books like these. Smart management researchers uncover some findings, group case studies and give it cute branding to sell books and lead to a career of consulting and public speaking. It all has a very packaged feel. Yet I have gotten genuine value from many such books once they’re put in the proper concept: Pick from them what helps you and don’t feel required to follow it all.
The big headline of the book is that too often when facing a strategic decision, leaders follow the pack because it feels safe. Their assessment says this is all wrong. Rather than a crowded “red ocean;” Distinguish yourself by turning to open “blue ocean.” In some sense, many other business metaphors — such as Jim Collins’s “Big Hairy Audacious Goal” (BHAG) and the “Queen Bee Role” and “making the donuts” — give similarly productive advice: Fall in love with the problem not the solution, and, rather than following everyone else, uncover what you’re the best in the world at.
The advice is good enough, though, that it can help. A friend advised me it was return to Blue Ocean Strategy. I read it, translated it into a mini-workshop my leadership team, and it helped push us forward at an important juncture.
You might rightly benefit too. Pick up a copy. For my future reference, I’ve shared my notes below.
Continue reading Blue Ocean Strategy
